Why Employees Don't Do What They're Supposed to Do: And What to Do About It - Hardcover

Fournies, Ferdinand F.

Hardcover

ISBN 10: 0071579699 ISBN 13: 9780071579698

Publisher: McGraw-Hill, 1991

Synopsis

Gives variations of problems with their preventive solutions to managers for the 10 most common reasons for poor performance by their employees

About this title

Book Description:

The time is right for an update of this perennial bestseller. Although the current edition was published back in 1988. Why Employees Don't Do What They're Supposed To Do appeared on the New York Times Business Best Seller List in February 1998, and Fournies continues to get requests for book signings, keynote speeches, and radio interviews to promote the book. The reason for the book's success? It tackles one of the biggest challenges for any manager: getting employees to do what they are supposed to do. The book is a classic because of the straight-talking, no nonsense, accessible and pragmatic approach that any manager in any industry can immediately put to use, without any fancy psychology, trendy organizational jargon, or abstract academic theories of behavior. This edition will continue to provide specific actions that every manager can take, and will also include a new preface by the author and new material to reflect recent workplace trends: flextime, increased attention to occupational stress and safety, telecommuting, computer technology, the proliferation of service industries, flextime, increased attention to occupational stress and safety, telecommuting, computer technology, the proliferation of service industries, increased use of temporary workers, and violence in the workplace. With today's increased competition to hire, train, and retain the best workers, choosing good people management techniques is beyond being a spare time luxury; it has become a matter of survival for the organization.

From the Back Cover:

The essential management survival tool­­with all new data from more than 5,000 managers.

The sheer common sense in this classic resource is what every generation of managers is thirsting for­­and that's one key reason the book is a New York Times Business Bestseller a full ten years after its original publication. Drawing on new findings from 5,000 managers, Why Employees Don't Do What They're Supposed to Do is abundantly expanded to address such new workplace issues as flex time, retaining good employees, telecommuting, workplace stress, technology, the proliferation of service industries, increased use of temps, and violence in the workplace. The solid, down-to-earth, and easily accessible advice in this book makes it a true desk-side companion.

"Invaluable."­­Success.

"In simple, straightforward language, Fournies offers practical solutions to the problems of employee performance ... [This book] should be on the desk of anyone who manages others."­­Entrepreneur

"A practical, results-oriented guide for every VP, manager, supervisor, foreman, and small-business owner ... The practical advice provided here is applicable to all kinds of jobs at all levels ... It is an essential resource of innovative, practical ways to achieve optimum employee performance."­­Business Opportunities Journal

"Straightforward answers to a question managers have asked themselves time and time again ... Fournies's book delivers what his title promises."­­Shop Talk

"A fresh management approach to getting better results."­­Association Management

"A practical, down-to-earth book that should help managers improve employee performance."­­Communications Briefing

About this edition

• Publisher: McGraw-Hill
• Publication date: 1991
• ISBN 10: 0071579699
• ISBN 13: 9780071579698
• Binding: Hardcover
• Number of pages: 120